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The Delegation Dilemma

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What is the Delegation Dilemma? Simply put, you might wonder, should I delegate this task to a subordinate or do it myself? Many executives as well as people placed in leadership roles for the first time have difficulty relinquishing control and delegating tasks.

As a leader, effective delegation will enable you to accomplish two goals.  First and foremost, delegating tasks will provide you the time and perspective to focus on your organization’s strategic goals instead of being consumed by the small tasks leading to those goals.  Second, delegating builds the next generation of leaders within your organization by providing them with decision making experience. 

I spent 26 years as a US Navy Fighter Pilot and have experience leading both small and large organizations.  One lesson I learned is that as the size of the organization increases or the complexity of the tasks increases, delegation is a must to be successful. My most rewarding job in the Navy was commanding a fighter squadron with 12 FA-18 Super Hornets, 36 Aircrew, and 180 Maintenance personnel.  As the Commanding Officer, I gave 25-year-old fighter pilots a $100M jet, loaded with weapons and empowered them with the authority to make life and death decisions, literally with the touch of a button.  Decisions that not only affected the enemy but could also impact friendly forces or innocent civilians. I was comfortable empowering them because the Navy has two guiding principles that I believe in whole heartedly, Trust and Confidence.

Trust = Will they?  

Do you trust the person to do what you’ve asked of them, in the manner you want it done, and will they ask for direction if they need assistance?  Trust is a direct reflection of the organization’s culture, which is a whole separate discussion.

Confidence = Can they?  

Do you have confidence in the person to get the job done based on the guidance and tools that you as the leader have given them?  The guidance is what the military calls, “Commander’s Intent.”  It is the reason for the task, how the task fits into the bigger picture, and most importantly the desired result.

The tools are the implements used to accomplish the task and they can be broken down into four categories.  When considering the tools, ask yourself a few questions.  

  1. Equipment – Do your subordinates have the kit to get the job done?  It may be hardware such as machinery or computers or it may be the software.

  2. Training – Do they know how to use the equipment? If they in turn have subordinates, have they had any leadership training?

  3. Experience – Have they done or been part of a team that has done similar things before? The answer will drive your level of oversight and involvement.

  4. Authority – Have you empowered them to make the required decisions? Without that authority, they have not been delegated a task.  As a technique, set boundaries on decisions based upon the subordinate’s level of experience.  For example, give them the authority to make purchases up to $5,000.  Anything above that will require your approval.  By setting boundaries, the subordinate gains confidence in making decisions and you as the leader will be more comfortable in relinquishing some authority.

The keys to successful delegation are making sure that you as the leader have created a culture which allows you to have trust in your subordinates and that you have provided your subordinates with the guidance and tools to give both you and them confidence in their abilities.

Authored By: Chad Vincelette, Managing Director

Chad Vincelette

Chad retired from the U.S. Navy in February 2019 after serving 26 years as a fighter pilot.  He has over 15 years of senior executive experience leading complex and diverse organizations in high stress environments.  He provided problem solving leadership in high reliability organizations amidst undefined and ambiguous environments with a proven record of achieving the highest levels of safety, productivity, and efficiency.

Chad capped his career as the Commanding Officer of Naval Air Station Oceana, the Navy’s Master Jet Base and home to 14 deployable FA-18 Super Hornet squadrons. At Oceana, he led a workforce of military, union and non-union civilians, and contractors across 17 departments and provided strategic vision and implementation of policies to ensure safe, efficient, and effective operations in support of 70 tenant organizations.  Chad fostered enduring and collaborative community relationships through regular interaction with federal agencies, state and local governments, Chamber of Commerce members, and Virginia Beach City Public School leadership.

A native of Virginia Beach, VA, Chad attended the University of Virginia on a NAVY ROTC scholarship. He is a graduate of the U.S. Navy Fighter Weapons School (Top Gun) and commanded a U.S. Navy fighter squadron.  He gained multinational experience during five overseas deployments and while stationed at NATO’s Allied Command Transformation.

Chad has a BS in Aerospace Engineering from the University of Virginia and a Certificate in Systems Analysis for the U.S. Navy Post Graduate School. He is an avid cyclist and lives in Virginia on a small horse farm with his wife Beth.

Victory Strategies is a Veteran Owned Business.